Slim production (English lean production) originally meant a decrease of the production depth for each production step and work ("slim by Abspecken"). This is made possible by the fact that those are paged out at home and abroad the Endfertigung pre-aged manufacturing step on different works. The coworkers are to be able to settle different tasks, so that it does not come to the Monotonie, as with in former times very frequently used assembly line work. This leads however to dismissals in the individual enterprises.

Today one understands the business philosophy (in the smallest going) of omitting all redundant processing steps in production and in the administration (slim administration and/or lean administration), originating from Japan, by slim production by a more intelligent organization. It relies on innovative changes of the enterprise-internal and external organization (customer, supplier, trade union, financial source, municipality) and by a new self understanding of prominent and implementing participants (coworker management):

Guidance

The work is settled in work in groups, whereby shusa (jap. Boss) with appropriate authority and powers it is equipped and thus similarly the Linienvorgesetzten the coworker technically, disciplinarily and is above all durably transferred. This is not there here often of advantage compared with western projects the project manager penetration strength opposite the project members has.

Teamwork

development team, which is durably subordinated to the project manager. Contributions to the teamwork count superproportionally more and strongly are recompenced, it are possible so-called project careers. A further success characteristic consists of the fact that the project team from beginning to end remains alike and thus identification of the coworkers with the project is ensured.

Communication

Compared with western enterprises rather by their conflict ability lacking to be tituliert, Japanese project teams try to already solve possible conflicts or problems in the initial stage. It does not represent a problem to criticize the other one since it is a positive contribution for the project.

Simultaneous engineering

The so-called supplier enterprises obtain a more fixed and more important value by means of Simultaneous engineering not as in western countries usually serially (one behind the other) separate there parallel (at the same time) at new products are hand in hand produced.

Result

By the evenly described factors Japanese develop today clearly faster and more efficiently than their western colleagues. Thus e.g. a new car in 3/4 of the time develops the one American competitor needed - and this, although the expenditures for research and development are clearly higher in the automobile industry of the Americans than those the Japanese.

Substantial characteristics of slim production are:

• flatten hierarchies
• more responsibility and authority to the "basis"
• Elimination of any Verschwendung
• improved communication enterprise-internally and with customers as well as with suppliers
• Concentration on the substantial
• Customer orientation
• "Pull principle"

See also

• Slim management (Lean management)

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